Strategic Planning to Make a Stronger Team

Providing direction to your team members via a strategic planning process gives you the opportunity to clarify roles and responsibilities. To succeed in managing strategic change for an organization, the executives responsible for that change need to have necessary strategic plan in place. To apply strategic change in the organization, there is a need for leaders that can guide this change through a facilitated strategic planning process that takes into consideration front-line concerns.

Many team members may have experienced difficult strategic planning processes that did not result in much but reams of paper and plans that go wasted. Don’t rush this process too quickly. We all do it, but it can have a negative spiral in an organization. What do you think your team sees when you cant make a clean strategic plan? Make the decision to develop a strategic plan in concert with your team and go for it.

This type of strategic planning process is reality based. Years of undeliberate practices have resulted in these byzantine systems. Corporate culture experts Lisa Jackson and Gerry Schmidt define the leader of an adaptive organization as a leader who derives, and benefits from, a strategic advantage that is the result of having built and encouraged teams and individuals who are receptive to change, who have the capacity to adapt quickly and resourcefully to opportunities and threats. Instead of a recipe for mediocrity, a concrete strategic plan based on the input from relevant stakeholders results in a real, usable strategic plan.

People sense integrity and will naturally respect your opinion and leadership. Seek information from a wide range of sources and evaluate risk from all perspectives. The greatest leaders are those who include everyone in their sphere of influence by recognizing each persons greatest value. Possessing charisma often brings to mind a historical figure or a celebrity, but the most charismatic leaders in organizations are those that are inclusive and listen well, not those with a bombastic personality.

The reason why these strategic planning retreats are highly anticipated is because it encourages integrated thinking and quick action plans. Furthermore, most of these facilitated retreats are only successful when all the other members of the team make it together.  The culture influences the way that an organization’s people view leadership and their expectation of the behavior of leaders and potential leaders.

strategic planning consulting

Strategic Planning to Make a Stronger Team

Providing direction to your team members via a strategic planning process gives you the opportunity to clarify roles and responsibilities. To succeed in managing strategic change for an organization, the executives responsible for that change need to have necessary strategic plan in place. To apply strategic change in the organization, there is a need for leaders that can guide this change through a facilitated strategic planning process that takes into consideration front-line concerns.

Many team members may have experienced difficult strategic planning processes that did not result in much but reams of paper and plans that go wasted. Don’t rush this process too quickly. We all do it, but it can have a negative spiral in an organization. What do you think your team sees when you cant make a clean strategic plan? Make the decision to develop a strategic plan in concert with your team and go for it.

This type of strategic planning process is reality based. Years of undeliberate practices have resulted in these byzantine systems. Corporate culture experts Lisa Jackson and Gerry Schmidt define the leader of an adaptive organization as a leader who derives, and benefits from, a strategic advantage that is the result of having built and encouraged teams and individuals who are receptive to change, who have the capacity to adapt quickly and resourcefully to opportunities and threats. Instead of a recipe for mediocrity, a concrete strategic plan based on the input from relevant stakeholders results in a real, usable strategic plan.

People sense integrity and will naturally respect your opinion and leadership. Seek information from a wide range of sources and evaluate risk from all perspectives. The greatest leaders are those who include everyone in their sphere of influence by recognizing each persons greatest value. Possessing charisma often brings to mind a historical figure or a celebrity, but the most charismatic leaders in organizations are those that are inclusive and listen well, not those with a bombastic personality.

The reason why these strategic planning retreats are highly anticipated is because it encourages integrated thinking and quick action plans. Furthermore, most of these facilitated retreats are only successful when all the other members of the team make it together.  The culture influences the way that an organization’s people view leadership and their expectation of the behavior of leaders and potential leaders.

strategic planning consulting

Design Thinking: A New Road Map in Business

Design Thinking is Business thinking

In recent years, this innovative thinking process has been applied to issues related to product design, process optimization, business process management, product life cycle management, manufacturing efficiency, etc. The primary objective of Design Thinking in Business is to generate new and innovative solutions to potential problems. These innovative solutions are generally not visible to the product owner or the business analyst at the early stages.

Design Thinking is business thinking with the end result being a successful enterprise. Business enterprises of all sizes require creative thinking and the ability to adapt to change. Without careful planning and execution, any business can be easily ruined by a lack of creativity. Many businesses crumble under the pressure of not knowing how to adapt to the new market trends. There are few managers who understand that creativity is a key skill in business that must not be ignored.

What Exactly Is Design Thinking

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A few years back I read somewhere that the key to success for any designer is to have a great design thinking framework that they can adapt to all kinds of situations and in many cases, they need to use more than one design thinking framework. And why would you want more than one design thinking framework? Because you might be designed around a situation that requires more than just the empathizing stage alone. You may need to think about the problem-solving stage also. Then when you are designing around the problem-solving stage you will need some design thinking tools to help you get to that point. It’s kind of like a jigsaw puzzle that you cannot put all the pieces together without using additional design thinking tools like; brainstorming tools, or decision trees, and so on.

Another tool that is really helpful to think of your design thinking process as being “conceptualization + idealization†rather than just “idea + innovationâ€. In other words, you can have too many ideas and not enough solutions. Many people get stuck on just one or two ideas that they really like and want to execute. And as you get started on the design thinking process your goal will be to identify as many possible solutions to the problem as possible before you get stuck on one. This will take you through many interesting stages of ideation & idealization until you find the right path forward.

So, what exactly is the design thinking methodology? As mentioned above it’s more of a process rather than a tool. The tool is the ability to think up many ideas all on your own, based on personal experience and intuition, that can help you solve real-world design issues. When you do this you have a better understanding of the problems and how to go about solving them. You also have the ability to come up with solutions much faster and better. And when you are done you will have a valuable education in how to do it yourself.

Check out the full article here: https://interobservers.com/design-thinking-a-new-road-map-in-business/

design thinking business process reenginee

Strategic Planning to Make a Stronger Team

Providing direction to your team members via a strategic planning process gives you the opportunity to clarify roles and responsibilities. To succeed in managing strategic change for an organization, the executives responsible for that change need to have necessary strategic plan in place. To apply strategic change in the organization, there is a need for leaders that can guide this change through a facilitated strategic planning process that takes into consideration front-line concerns.

Many team members may have experienced difficult strategic planning processes that did not result in much but reams of paper and plans that go wasted. Don’t rush this process too quickly. We all do it, but it can have a negative spiral in an organization. What do you think your team sees when you cant make a clean strategic plan? Make the decision to develop a strategic plan in concert with your team and go for it.

This type of strategic planning process is reality based. Years of undeliberate practices have resulted in these byzantine systems. Corporate culture experts Lisa Jackson and Gerry Schmidt define the leader of an adaptive organization as a leader who derives, and benefits from, a strategic advantage that is the result of having built and encouraged teams and individuals who are receptive to change, who have the capacity to adapt quickly and resourcefully to opportunities and threats. Instead of a recipe for mediocrity, a concrete strategic plan based on the input from relevant stakeholders results in a real, usable strategic plan.

People sense integrity and will naturally respect your opinion and leadership. Seek information from a wide range of sources and evaluate risk from all perspectives. The greatest leaders are those who include everyone in their sphere of influence by recognizing each persons greatest value. Possessing charisma often brings to mind a historical figure or a celebrity, but the most charismatic leaders in organizations are those that are inclusive and listen well, not those with a bombastic personality.

The reason why these strategic planning retreats are highly anticipated is because it encourages integrated thinking and quick action plans. Furthermore, most of these facilitated retreats are only successful when all the other members of the team make it together.  The culture influences the way that an organization’s people view leadership and their expectation of the behavior of leaders and potential leaders.

strategic planning consulting

What Is Transformational Leadership?

What Is Transformational Leadership?

Transformational leadership has become an increasingly important theory in organizations today. It has emerged as a key theory for many senior managers and business leaders, and many members of various groups. Transformational leadership theory is a positive model of leadership in which a senior leader uses several organizational resources to catalyze change, establishing a clear vision for the organization to guide that change through inspired leadership, and then executing the transformation in tandem with dedicated, committed leaders of a team; it’s also a key component of the Full Range Management Model. Anyone can implement transformational leadership in any organization. A positive outcome is a byproduct of using appropriate resources to implement transformational leadership.

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The most important resource in this theory is the leader himself. He must be an inspired leader who inspires and guides his employees. Transformational leadership is also effective when leaders inspire their followers. Employees, following a successful leader, will help each other by taking actions that foster teamwork and communication.

By using various tools and techniques, a transformational leadership expert may accomplish his overall goal. For instance, if an organization is about to implement some major changes, an executive may use meetings or seminars to bring together his employees in the next phase of the organization’s future success. He can organize an employee forum that brings together the entire workforce to take on new challenges and opportunities. A leadership expert might also use seminars or workshops to teach team skills and organizational development. This training program can bring a team together to discover and document their collective strengths, weaknesses, etc., which they can use to strengthen their ability to function as a unit.

Check out the full article:https://interobservers.com/what-is-transformational-leadership/

Interested in businessExplore our new website: https://interobservers.com/

What Your Birth Certificate Says About Your Transition Strategy Plan

In our experience, your age has a big effect on your
attitude towards your business and how you feel about one day getting out.
Here’s what we have found about transition strategy plan
and age:

Business owners between 25 and 46 years old

Twenty- and thirty-something business owners grew up in an
age where job security did not exist. They watched as their parents got
downsized or packaged off into early retirement, and that caused a somewhat
jaded attitude towards the role of a business in society. Business owners in their
20’s and 30’s generally see their companies as means to an end and most expect
to sell in the next five to ten years. Similar to their employed classmates who
have a new job every three to five years; business owners in this age group
often expect to start a few companies in their lifetime.

Business owners between 47 and 65 years old

Baby Boomers came of age in a time where the social contract
between company and employee was sacrosanct. An employee agreed to be loyal to
the company, and in return, the company agreed to provide a decent living and a
pension for a few golden years.

Many of the business owners we speak to within this
generation think of their company as more than a profit center. They see their
business as part of a community and, by extension, themselves as a community
leader. To many boomers, the idea of selling their company feels like selling
out their employees and their community, which is why so many CEO’s in their
fifties and sixties are torn. They know they need to sell to fund their
retirement, but they agonize over where that will leave their loyal employees.

Business owners who are 65+

Older business owners grew up in a time when hobbies were
impractical or discouraged. You went to work while your wife tended to the kids
(today, more than half of businesses are started by women, but those were
different times), you ate dinner, you watched the news and you went to bed.

With few hobbies and nothing other than work to define them,
business owners in their late sixties, seventies and eighties feel lost without
their business, which is why so many refuse to sell or experience depression
after they do.

Of course, there will always be exceptions to general rules
of thumb but we have found that – more than your industry, nationality, marital
status or educational background – your birth certificate defines your transition strategy plan.

If you’d like some help to manage these ratios and figure
out the next steps in a business transition strategy, contact Value Growth
Partners to see how we can assist you in knowing and growing your business
value before the transition – (312) 525-8382.

CEO Exit Strategy Tips From One Of The Top 40 Under 40

Wind Mobile founder Anthony Lacavera has started 12
businesses, six of which he has exited. His exits have ranged in value from the
$6 million he got for one of his recent start-ups to $1.3 billion when he sold
Wind Mobile. He did it by following two key CEO Exit Strategy tips.

•           Understand
what kind of company you are running

Lacavera has owned hyper-growth unicorns and
lifestyle businesses and urges entrepreneurs to be clear about their long-term
prospects. Lacavera started a business supplying hotels with internet access
and understood the company would be a good cash generator, but would never sell
for a mint. He ran the business for almost two decades and used the cash it
generated to fund various other ventures. Recently, he finally sold the
business, which was generating $1.5 million in pre-tax profit, for $8 million—a
relatively modest 5 times earnings, which was fine by Lacavera, because it had
served its purpose of funding other companies along the way.

•           The
role of CEO and owner are not the same

Lacavera encourages entrepreneurs to separate the
role of CEO and business owner. Even though they may be the same person, they
have different functions and, at some point, your business may be better served
by separating the two roles. Entrepreneurs who are comfortable handing the
reins to a professional manager may do better in the long run than those who
need to control everything.

Lacavera had great success, which is visible in the
fact that he has won just about every business award there is, including 2010
CEO of the Year, Top 40 Under 40, Deloitte Technology Fast 50, and Canada’s
Fastest-Growing Company. One of the top secrets to Lacavera’s success — knowing
when to bring in a CEO to replace himself in any of his ventures.

For more information on the Value Growth Partners
ceo exit strategy, contact us today at (312) 525-8382 or visit our CEO Exit Strategy page.

Talent Management: The Dos And Don’ts Which Makes Or Break Your Organisation’s Talent Pool

Organisations across the
world invest large amounts
of resources, time and money in Talent
Management to retain High Potentials (HIPOTs). They are highly
capable, intelligent, and quick learning resources that we are
talking about. Would a hike in salary package, grade, or
designation hold them motivated quite a while?

 

Imagine
a goldfish inside a tank full of fighter
fish. A formula1 car on any heavy traffic road. Shoe
polish adjacent to fruit racks in a retail outlet. How repulsive are these
images? That’s precisely how hipots will
feel if they’ve got to work in an environment that doesn’t suit their culture, aspirations, and capabilities. They are going to feel suffocated and what follows next is the hipot going
in search of fresh air.

 

 

CAPABILITY
MISMATCH:

 

Take into consideration a situation where your hipot has to
report to a supervisor who is low on
general intelligence. The manager would likely take more time concluding a brainstorming session. The hipot may see
this additional time as waste and incapability of her manager. The hipot may well not find enough motivation to sit through the future meetings with
the manager or not look ahead to
gaining knowledge from the manager.

 

 

CULTURE MISMATCH:

 

Everyone knows that adults prefer not to be told. A hipot would hate for
being directed constantly, they usually enjoy
being challenged cognitively. They
would prefer guidance only after trying out things on
their own. An environment where the organisation as well as managers are less tolerant towards
learning through experiments and failures cannot support nurturing a talent pool. ‘Telling
approach’ is considered one indicator of an
organisation that lacks a high-performance culture.

 

ASPIRATION
MISMATCH:

 

Tenure-based
promotion is a good enough ground repel the
talent pool farther from organisation. What
is needed in such a situation will be to manage somehow and stay
put for the promotions to happen. A hipot can find employed in such an environment insulting. Hipots intend
to grow in accordance to performance,
effort and demonstrated capability.

 

Organisations
can’t expect hipots to wait patiently for their turn of promotion. The irony is
that the organisations don’t try to find their patience while recruiting them. The
talent management strategy must be in line with the intent to nurture and
retain the talent pool.

 

“At companies with
very effective talent management, respondents are six times more likely than
those with very ineffective talent management to report higher ‘Total Returns
to Shareholders’ than competitors.”

 

“Only 5 per cent
of respondents say their organizations’ talent management has been very
effective at improving company performance”.

 

Source –
https://www.mckinsey.com/business-functions/organization/our-insights/winning-with-your-talent-management-strategy

 

 

ATTRACTING VS
BUYING TALENT:

 

Does your organisation
attracts talent or get it from the market? These are generally two
different things. If by chance your organisation is attracting talent, you might always have a talent surplus situation, no matter what the
market condition is. If you are buying talent from the market, you may consider the following
thoughts:

 

• Increased
wages are not going to keep the hipot motivated for too long

• A Deputy
Assistant VP grade will not likely mean much for a longer duration

• If there is
a mismatch between expectations and reality, the hipot may regress
in performance after joining your organisation

• Recruiting
hipots may cause interpersonal challenges along with an increasing amount
of employee churn

 

 

Some pointers
that can assist in making informed decisions about attracting, recruiting, and retaining
the talent pool:

 

• Define the DNA
of hipots for the organisation

• Define the
strategy to recruit hipots. You might have to make sure that they work with managers who can provide the the right environment

• Conduct surveys
to see if your organisation’s culture is
conducive for nurturing the talent pool. Should there be shortcomings, including organisational culture and practices,
address them through a robust learning architecture

• Make leaders
answerable for talent management and review them regularly

• Define a career
path for all roles in the organisation. Employees should enter, get promoted, and exit the organisation at the right
time

• Make people
development a default competency for managers and leaders. Organisations should
give talent management competency enough weightage for making their promotions
decisions

• Provide equal
opportunity for all employees to learn and develop

• Make the
promotion criteria objective and transparent

• It is certainly ok to
not recruit hipots for your organisation, but this decision must
be based on talent pool bench-marking

growth hacking

Tennis Paris sportifs – Conseils de paris sur le tennis 2400 euros en une heure.

Tennis Paris sportifs – Conseils de paris sur le tennis 2400 euros en une heure.

chaque joueur a tendance à se comporter différemment dans des conditions différentes. Ces conditions peuvent inclure la météo, ainsi que le type de terrain sur lequel ils joueront. Les courts peuvent varier énormément d’un endroit à l’autre, étant faits d’argile, d’herbe ou de surface dure. Porter une attention particulière à cela, ainsi qu’aux préférences environnementales de chaque joueur et à leurs tendances au fil du temps, peut vous aider à prendre une décision éclairée quant à la performance de ce joueur dans une condition particulière. Bien que ce ne soit pas un moyen garanti de garantir que votre pari sera exact, cela peut vous aider à prendre une décision éclairée au moment de décider qui placer vos paris dans chaque match particulier.

Enfin, soyez sélectif avec les matchs sur lesquels vous pariez et la vitesse à laquelle vous progressez dans vos paris, surtout si vous faites un pari. Différents matchs et tournois attirent généralement différents joueurs de capacités différentes et peuvent souvent vous permettre de définir des attentes quant à la performance de ces joueurs dans chaque match.

 

Les nouveaux joueurs ont généralement moins d’historique de jeu, il y a donc moins d’informations sur lesquelles baser vos paris qu’il n’y en aurait avec des joueurs plus anciens et plus établis, ce qui peut faire d’un joueur plus récent un pari plus risqué.

Les joueurs les mieux classés avec des attentes et des tendances claires n’offrent pas nécessairement les meilleurs ratios de paiement ; cependant, la probabilité de tirer profit d’un pari placé sur eux est beaucoup plus élevée, ce qui rend le pari beaucoup plus sûr. Gardez cela à l’esprit lorsque vous prenez votre décision finale sur qui placer votre pari et les chances que vous êtes prêt à prendre avec votre pari.

Tennis Paris sportifs – Conseils de parisCliquez ici

 

 

Stratégie de paris sur le tennis

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